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Dudley ICP - 11 Nov 2019
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Programme Director; Interim MD; Operational Director; Good Governance Institute; Digital PM; Primary Care PM; Browne Jacobson; Clinical Transformation PM; Workforce PM; Finance PM; Estates PM; Comms PM
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Programme Director; Interim MD; Operational Director; Good Governance Institute
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Initial development of briefing and resource
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Programme Director
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Initial development of briefing and resource
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Activate core project team, workstream leads and SROs
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Programme Director
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Activate core project team, workstream leads and SROs
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Refresh and initiate programme governance and PMO
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Interim MD
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Refresh and initiate programme governance and PMO
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Confirm mobilisation leads for core partners
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Confirm mobilisation leads for core partners
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The Dudley Group NHSFT
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Operational Director
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Black Country Partnership NHSFT
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Black Country Partnership NHSFT
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Dudley and Walsall Mental Health Trust
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Dudley and Walsall Mental Health Trust
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Dudley GP Collaborative
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Operational Director
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Dudley CCG
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Operational Director
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Confirm material subcontractors
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Operational Director
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Confirm material subcontractors
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Confirm other significant subcontractors
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Operational Director
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Confirm other significant subcontractors
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Establish and agree risk register
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Establish and agree risk register
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Good Governance Institute
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Refresh mobilisation risk register
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Good Governance Institute
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Refresh mobilisation risk register
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Good Governance Institute
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Maintain risk register
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Good Governance Institute
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Good Governance Institute
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Provider Boards walkthrough
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Extraordinary Transition Board
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Inaugural Shadow ICP Board
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Dudley CCG Extraordinary Board
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Transaction approval process
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Transaction approval process
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Interim MD
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Strategic Case
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Interim MD
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NHSI SC feedback
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Interim MD
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Board to Board discussion with NHSI
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Interim MD
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Board to Board discussion with NHSI
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ISAP checkpoint 2
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Interim MD
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Initial commissioner submission
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Interim MD
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Initial commissioner submission
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PQQ resubmitted
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Interim MD
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PQQ CCG approval
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Interim MD
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Clinical Senate review
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Interim MD
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ISAP CP2 documents reviewed
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Interim MD
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ISAP CP2 documents reviewed
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Provider and commissioner submission
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Interim MD
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Provider and commissioner submission
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Develop plan for due diligence to support business case development
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Interim MD
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Develop plan for due diligence to support business case development
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Undertake due diligence per plan
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Interim MD
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Undertake due diligence per plan
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Develop Business Case tracker
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Develop Business Case tracker
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Use tracker to monitor development of business case content
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Interim MD
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Use tracker to monitor development of business case content
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Benefits realisation plan
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Benefits realisation plan
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Interim MD
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Establish benefits working group
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Interim MD
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Establish benefits working group
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Identify key benefits (financial and non-financial) and the assumptions that underpin those benefits
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Interim MD
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Identify key benefits (financial and non-financial) and the assumptions that underpin those benefits
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Identify key indicator for each benefit and stakeholders affected by benefit
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Interim MD
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Identify key indicator for each benefit and stakeholders affected by benefit
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Determine baseline against key indicator measurement for each benefit (quantified financially, where benefit is of financial nature)
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Interim MD
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Determine baseline against key indicator measurement for each benefit (quantified financially, where benefit is of financial nature)
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Determine expected change to key indicator as a result of benefit
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Interim MD
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Determine expected change to key indicator as a result of benefit
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Determine method of measurement for each benefit
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Interim MD
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Determine method of measurement for each benefit
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Identify appropriate timescales to realise benefit and frequency of review
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Interim MD
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Identify appropriate timescales to realise benefit and frequency of review
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Equality Impact Assessment (eQIA)
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Interim MD
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Equality Impact Assessment (eQIA)
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Business case drafted
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Interim MD
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Business case finalised
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Interim MD
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Business case local approvals
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Interim MD
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Business case local approvals
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Business case submission
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Interim MD
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ISAP checkpoint 3
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Interim MD
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Develop checkpoint 3 submission documentation
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Interim MD
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Develop checkpoint 3 submission documentation
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ISAP CP3 documents reviewed by CCG
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Interim MD
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ISAP CP3 documents reviewed by CCG
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Approval by Shadow ICP Board
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Interim MD
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Approval by Shadow ICP Board
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Approval by CCG Board
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Interim MD
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ISAP checkpoint 3 submission
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Interim MD
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ISAP checkpoint 3 submission
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Transaction execution
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Interim MD; Digital PM; Primary Care PM; Browne Jacobson
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Governance structures
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Interim MD
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Create integrated governance plan
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Create integrated governance plan
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Interim MD
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Agree Board structure
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Interim MD
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BAF and risk assessment
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Interim MD
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Identify planned committee structure
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Interim MD
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Identify planned committee structure
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Establish Board
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Interim MD
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Shadow/Interim Board and ICP senior management team recruitment
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Interim MD
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Shadow/Interim Board and ICP senior management team recruitment
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Shadow Board appointed
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Interim MD
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Interim Board in place
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Interim MD
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Substantive Board recruitment
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Interim MD
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Substantive Board recruitment
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Substantive Board in place
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Interim MD
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Substantive Board in place
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Board committees
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Interim MD
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Clarify Mental Health Act scrutiny requirement
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Interim MD
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Clarify Mental Health Act scrutiny requirement
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Confirm committee structure
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Interim MD
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Confirm committee structure
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Confirm committee structure including clinical and corporate governance
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Interim MD
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Confirm committee structure including clinical and corporate governance
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Develop Terms of Reference including membership of Board Committees
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Interim MD
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Develop Terms of Reference including membership of Board Committees
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Establish committees
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Interim MD
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CQC registration
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Interim MD
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Commence dialogue with CQC
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Interim MD
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Commence dialogue with CQC
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Fit and proper person checks
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Interim MD
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Fit and proper person checks
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Statement of purpose
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Interim MD
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Reference and financial viability
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Interim MD
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Reference and financial viability
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Information Governance
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Digital PM
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Confirm roles and responsibilities as regards to data and information sharing
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Digital PM
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Confirm roles and responsibilities as regards to data and information sharing
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Confirm IG requirements for single shared electronic record
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Digital PM
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Confirm IG requirements for single shared electronic record
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Confirm IG requirements for data migration
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Digital PM
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Confirm IG requirements for data migration
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Information sharing agreements
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Information sharing agreements
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Digital PM
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Draft information sharing agreements
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Digital PM
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Draft information sharing agreements
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Agreements reviewed by relevant partners and stakeholders
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Digital PM
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Agreements reviewed by relevant partners and stakeholders
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Information sharing agreements signed
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Digital PM
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Information sharing agreements signed
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'Vary' information sharing agreements into contracts
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Digital PM
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'Vary' information sharing agreements into contracts
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Confirm arrangements for transfer of paper records (incl. volume and type of information)
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Digital PM
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Confirm arrangements for transfer of paper records (incl. volume and type of information)
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Policies, strategies and procedures
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Policies, strategies and procedures
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Primary Care PM; Interim MD
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Primary care
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Primary Care PM
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Agree strategy for acquiring practices full integration
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Primary Care PM
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Agree strategy for acquiring practices full integration
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Agree operating model and ways of working with non integrated practices
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Primary Care PM
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Agree operating model and ways of working with non integrated practices
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Develop primary care strategy
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Primary Care PM
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Develop primary care strategy
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Formal creation of key policies, strategies, and procedures
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Formal creation of key policies, strategies, and procedures
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Interim MD
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Human resources
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Interim MD
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Legal - organisational establishment
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Legal - organisational establishment
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Interim MD; Browne Jacobson
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Creation of ICP
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Interim MD
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Board approvals for ICP
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Interim MD
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NHSI application
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Interim MD
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Application confirmed and communication to ICP Commissioners
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Interim MD
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Application confirmed and communication to ICP Commissioners
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Preparation of legal documents to give effect to Phase one of the transaction
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Browne Jacobson
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Preparation of legal documents to give effect to Phase one of the transaction
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Legal entity is secured as a collateral output of the transfer of the majority of services (by way of commercial transfer) from DWMHT to BCPFT
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Interim MD
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Legal entity is secured as a collateral output of the transfer of the majority of services (by way of commercial transfer) from DWMHT to BCPFT
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Shared back office functions agreed with providers
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Interim MD
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Shared back office functions agreed with providers
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Contracting
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Primary Care PM; Interim MD; Browne Jacobson
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Integration Agreements
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Primary Care PM
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Legal check of draft Integration Agreement
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Primary Care PM
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Legal check of draft Integration Agreement
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All practices recommit to revised Integration Agreement
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Primary Care PM
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All practices recommit to revised Integration Agreement
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Practices to sign Integration Agreement
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Primary Care PM
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Practices to sign Integration Agreement
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Establish Integration Agreement Group in shadow form
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Primary Care PM
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Establish Integration Agreement Group in shadow form
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Include with the ICP contract
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Primary Care PM
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Include with the ICP contract
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Negotiate and agree key terms of ICP contract
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Negotiate and agree key terms of ICP contract
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Interim MD
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Service specifications
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Interim MD
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Risk/gain share
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Interim MD
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Activity planning assumptions
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Interim MD
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Activity planning assumptions
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Integration activities
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Interim MD
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Quality requirements
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Interim MD
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Reporting requirements
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Interim MD
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Data requirements and data processing agreement
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Interim MD
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Data requirements and data processing agreement
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Pensions schedule and compliance with New Fair Deal policy
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Interim MD
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Pensions schedule and compliance with New Fair Deal policy
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Exit arrangement
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Interim MD
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Identification, agreement and categorisation of subcontracts
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Interim MD
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Identification, agreement and categorisation of subcontracts
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ICP contract signed - ICP, Dudley CCG (as lead commissioner)
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Interim MD
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ICP contract signed - ICP, Dudley CCG (as lead commissioner)
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Indirect services
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Interim MD
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Confirm Heads of Terms in place for material and significant subcontractors
|
|
Interim MD
|
|
|
|
Confirm Heads of Terms in place for material and significant subcontractors
|
|
|
|
|
|
|
|
|
Agree and confirm scope of services to be subcontracted by ICP
|
|
|
|
|
|
Agree and confirm scope of services to be subcontracted by ICP
|
|
Interim MD
|
|
|
|
|
|
|
Material subcontractors
|
|
Interim MD
|
|
|
|
The Dudley Group NHSFT
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
Interim MD
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
|
|
|
|
|
|
|
Black Country Partnership
|
|
Interim MD
|
|
|
|
Black Country Partnership
|
|
|
|
|
|
|
|
|
Significant subcontractors
|
|
|
|
|
|
Significant subcontractors
|
|
Interim MD
|
|
|
|
Malling Health Ltd
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Shaw healthcare (Group) Limited
|
|
Interim MD
|
|
|
|
Shaw healthcare (Group) Limited
|
|
|
|
|
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
Interim MD
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
|
|
|
|
|
|
|
Change, Grow, Live (CGL)
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Solutions for Health
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
BPAS & Marie Stopes
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Drafting and negotiation of subcontracts
|
|
|
|
|
|
Drafting and negotiation of subcontracts
|
|
Interim MD
|
|
|
|
|
|
|
Material subcontractors
|
|
Interim MD
|
|
|
|
The Dudley Group NHSFT
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
Interim MD
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
|
|
|
|
|
|
|
Black Country Partnership
|
|
Interim MD
|
|
|
|
Black Country Partnership
|
|
|
|
|
|
|
|
|
Significant subcontractors
|
|
|
|
|
|
Significant subcontractors
|
|
Interim MD
|
|
|
|
Malling Health Ltd
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Shaw healthcare (Group) Limited
|
|
Interim MD
|
|
|
|
Shaw healthcare (Group) Limited
|
|
|
|
|
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
Interim MD
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
|
|
|
|
|
|
|
Change, Grow, Live (CGL)
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Solutions for Health
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
BPAS & Marie Stopes
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
|
|
|
Subcontracts signed
|
|
Interim MD
|
|
|
|
|
|
|
Material subcontractors
|
|
Interim MD
|
|
|
|
The Dudley Group NHSFT
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
Interim MD
|
|
|
|
Dudley and Walsall Mental Health Partnership NHST
|
|
|
|
|
|
|
|
|
Black Country Partnership
|
|
Interim MD
|
|
|
|
Black Country Partnership
|
|
|
|
|
|
|
|
|
Significant subcontractors
|
|
|
|
|
|
Significant subcontractors
|
|
Interim MD
|
|
|
|
Malling Health Ltd
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Shaw healthcare (Group) Limited
|
|
Interim MD
|
|
|
|
Shaw healthcare (Group) Limited
|
|
|
|
|
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
Interim MD
|
|
|
|
The British United Provident Association Limited (BUPA)
|
|
|
|
|
|
|
|
|
Change, Grow, Live (CGL)
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Solutions for Health
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
BPAS & Marie Stopes
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
Preparation of legal documents to give effect to Phase 2 of the transaction
|
|
Browne Jacobson
|
|
|
|
Preparation of legal documents to give effect to Phase 2 of the transaction
|
|
|
|
|
|
|
|
|
Completion of commercial transfer (Phase 2)
|
|
Interim MD
|
|
|
|
Completion of commercial transfer (Phase 2)
|
|
|
|
|
|
|
|
|
Implementation readiness for Go Live
|
|
|
|
|
|
Implementation readiness for Go Live
|
|
Interim MD
|
|
|
|
Day one safe landing plan
|
|
Interim MD
|
|
|
|
Day one safe landing plan
|
|
|
|
|
|
|
|
|
First 100 day plan
|
|
Interim MD
|
|
|
|
|
|
|
|
|
|
|
|
|
Clinical
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Model
|
|
Clinical Transformation PM
|
|
|
|
Review of services in scope including direct/indirect split
|
|
Clinical Transformation PM
|
|
|
|
Review of services in scope including direct/indirect split
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
2nd phase of specialties identified
|
|
Clinical Transformation PM
|
|
|
|
2nd phase of specialties identified
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Amend delivery plan to include second wave of specialties
|
|
Clinical Transformation PM
|
|
|
|
Amend delivery plan to include second wave of specialties
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Detailed clinical and pathway modelling work
|
|
Clinical Transformation PM
|
|
|
|
Detailed clinical and pathway modelling work
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Detailed clinical and pathway model finalised
|
|
Clinical Transformation PM
|
|
|
|
Detailed clinical and pathway model finalised
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Clinical governance arrangements agreed
|
|
Clinical Transformation PM
|
|
|
|
Clinical governance arrangements agreed
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Working Groups develop service blueprints
|
|
|
|
|
|
Working Groups develop service blueprints
|
|
Clinical Transformation PM
|
|
|
|
Adult Diabetes
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Respiratory
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Frailty
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult End of Life
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Mental Health
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Learning Disabilities
|
|
Clinical Transformation PM
|
|
|
|
Adult Learning Disabilities
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult MSK
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
C&YP Triage and ICTs
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Working Groups refine plans ahead of transfer
|
|
|
|
|
|
Working Groups refine plans ahead of transfer
|
|
Clinical Transformation PM
|
|
|
|
Adult Diabetes
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Respiratory
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Frailty
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult End of Life
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Mental Health
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult Learning Disabilities
|
|
Clinical Transformation PM
|
|
|
|
Adult Learning Disabilities
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Adult MSK
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
C&YP Triage and ICTs
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Subcontracted services agreed
|
|
Clinical Transformation PM
|
|
|
|
Subcontracted services agreed
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
ICP contract awarded
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Transfer of outpatient services
|
|
|
|
|
|
Transfer of outpatient services
|
|
Clinical Transformation PM
|
|
|
|
Implementation of OP transfer to ICP
|
|
Clinical Transformation PM
|
|
|
|
Implementation of OP transfer to ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Physiotherapy OP Implementation Group
|
|
|
|
|
|
Physiotherapy OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Physiotherapy OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Rheumatology OP Implementation Group
|
|
|
|
|
|
Rheumatology OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Rheumatology OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Respiratory OP Implementation Group
|
|
|
|
|
|
Respiratory OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Respiratory OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Respiratory Physiology OP Implementation Group
|
|
|
|
|
|
Respiratory Physiology OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Respiratory Physiology OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Paediatric Respiratory Medicine OP Implementation Group
|
|
|
|
|
|
Paediatric Respiratory Medicine OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Paediatric Respiratory Medicine OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Diabetes OP Implementation Group
|
|
|
|
|
|
Diabetes OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Diabetes OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Paediatric Diabetes OP Implementation Group
|
|
|
|
|
|
Paediatric Diabetes OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Paediatric Diabetes OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
Palliative Medicine OP Implementation Group
|
|
|
|
|
|
Palliative Medicine OP managed by ICP
|
|
Clinical Transformation PM
|
|
|
|
Palliative Medicine OP managed by ICP
|
|
|
|
|
|
Clinical Transformation PM
|
|
|
|
|
|
|
|
|
Workforce
|
|
Workforce PM; Primary Care PM
|
|
|
|
Repurpose HR staff-side collaboratives
|
|
Workforce PM
|
|
|
|
Repurpose HR staff-side collaboratives
|
|
|
|
|
|
|
|
|
Workforce planning by service line for ICP direct provision
|
|
Workforce PM
|
|
|
|
Workforce planning by service line for ICP direct provision
|
|
|
|
|
|
|
|
|
Staff side chair appointed
|
|
Workforce PM
|
|
|
|
Staff side chair appointed
|
|
|
|
|
|
|
|
|
Agreement to SLA providing existing benefits and services to staff
|
|
Workforce PM
|
|
|
|
Agreement to SLA providing existing benefits and services to staff
|
|
|
|
|
|
|
|
|
SLA for benefits and staff in operation
|
|
Workforce PM
|
|
|
|
SLA for benefits and staff in operation
|
|
|
|
|
|
|
|
|
Black Country Partnership NHS FT staff transferred
|
|
Workforce PM
|
|
|
|
Black Country Partnership NHS FT staff transferred
|
|
|
|
|
|
|
|
|
Dudley and Walsall Mental Health NHS Trust staff transferred
|
|
Workforce PM
|
|
|
|
Dudley and Walsall Mental Health NHS Trust staff transferred
|
|
|
|
|
|
|
|
|
Dudley Group NHS FT community staff transferred
|
|
Workforce PM
|
|
|
|
Dudley Group NHS FT community staff transferred
|
|
|
|
|
|
|
|
|
CCG staff transferred
|
|
Workforce PM
|
|
|
|
|
|
|
|
|
|
DGFT OP staff transferred
|
|
Workforce PM
|
|
|
|
DGFT OP staff transferred
|
|
|
|
|
|
|
|
|
Workforce recruitment and retention strategy agreed
|
|
Workforce PM
|
|
|
|
Workforce recruitment and retention strategy agreed
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 1 (April 2020)
|
|
Workforce PM
|
|
|
|
Revised TUPE information for DWMH and BCP received
|
|
Workforce PM
|
|
|
|
Revised TUPE information for DWMH and BCP received
|
|
|
|
|
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
Workforce PM
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
|
|
|
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
Workforce PM
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
|
|
|
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
|
|
|
|
|
|
|
Confirm redundancy liability
|
|
Workforce PM
|
|
|
|
Confirm redundancy liability
|
|
|
|
|
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
|
|
|
|
|
|
|
Ensure all staff remain on existing payroll
|
|
Workforce PM
|
|
|
|
Ensure all staff remain on existing payroll
|
|
|
|
|
|
|
|
|
Welcome letter to all new staff
|
|
Workforce PM
|
|
|
|
Welcome letter to all new staff
|
|
|
|
|
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
Workforce PM
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
|
|
|
|
|
|
|
Organisational/employer induction
|
|
Workforce PM
|
|
|
|
Organisational/employer induction
|
|
|
|
|
|
|
|
|
Named training lead within each service
|
|
Workforce PM
|
|
|
|
Named training lead within each service
|
|
|
|
|
|
|
|
|
Confirm mandatory training completed
|
|
Workforce PM
|
|
|
|
Confirm mandatory training completed
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 2 (Oct 2020)
|
|
Workforce PM
|
|
|
|
Revised TUPE information for Dudley CCG, DGFT Community Services and other partners received
|
|
Workforce PM
|
|
|
|
Revised TUPE information for Dudley CCG, DGFT Community Services and other partners received
|
|
|
|
|
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
Workforce PM
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
|
|
|
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
Workforce PM
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
|
|
|
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
|
|
|
|
|
|
|
Confirm redundancy liability
|
|
Workforce PM
|
|
|
|
Confirm redundancy liability
|
|
|
|
|
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
|
|
|
|
|
|
|
Ensure all staff remain on existing payroll
|
|
Workforce PM
|
|
|
|
Ensure all staff remain on existing payroll
|
|
|
|
|
|
|
|
|
Welcome letter to all new staff
|
|
Workforce PM
|
|
|
|
Welcome letter to all new staff
|
|
|
|
|
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
Workforce PM
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
|
|
|
|
|
|
|
Organisational/employer induction
|
|
Workforce PM
|
|
|
|
Organisational/employer induction
|
|
|
|
|
|
|
|
|
Named training lead within each service
|
|
Workforce PM
|
|
|
|
Named training lead within each service
|
|
|
|
|
|
|
|
|
Confirm manadatory training completed
|
|
Workforce PM
|
|
|
|
Confirm manadatory training completed
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 3 (April 2021)
|
|
Workforce PM
|
|
|
|
Revised TUPE information for DGFT Outpatient Services received
|
|
Workforce PM
|
|
|
|
Revised TUPE information for DGFT Outpatient Services received
|
|
|
|
|
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
Workforce PM
|
|
|
|
Due diligence on refreshed TUPE information (incl. pension liabilities)
|
|
|
|
|
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
Workforce PM
|
|
|
|
Confirm measures letter and HR due diligence sent to current providers
|
|
|
|
|
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirm outcome of HR due diligence and TUPE consultation for each exiting provider
|
|
|
|
|
|
|
|
|
Confirm redundancy liability
|
|
Workforce PM
|
|
|
|
Confirm redundancy liability
|
|
|
|
|
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
Workforce PM
|
|
|
|
Confirmation of ELI list received for each exiting provider
|
|
|
|
|
|
|
|
|
Ensure all staff remain on existing payroll
|
|
Workforce PM
|
|
|
|
Ensure all staff remain on existing payroll
|
|
|
|
|
|
|
|
|
Welcome letter to all new staff
|
|
Workforce PM
|
|
|
|
Welcome letter to all new staff
|
|
|
|
|
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
Workforce PM
|
|
|
|
Welcome Day - processing of employment paperwork etc.
|
|
|
|
|
|
|
|
|
Organisational/employer induction
|
|
Workforce PM
|
|
|
|
Organisational/employer induction
|
|
|
|
|
|
|
|
|
Named training lead within each service
|
|
Workforce PM
|
|
|
|
Named training lead within each service
|
|
|
|
|
|
|
|
|
Confirm mandatory training completed
|
|
Workforce PM
|
|
|
|
Confirm mandatory training completed
|
|
|
|
|
|
|
|
|
Organisational development (OD)
|
|
|
|
|
|
Organisational development (OD)
|
|
Workforce PM; Primary Care PM
|
|
|
|
Develop cultural diagnostics based on roadshow feedback
|
|
Workforce PM
|
|
|
|
Develop cultural diagnostics based on roadshow feedback
|
|
|
|
|
|
|
|
|
Implement OD plan and formulate strategy
|
|
Workforce PM
|
|
|
|
Implement OD plan and formulate strategy
|
|
|
|
|
|
|
|
|
Approve Leadership, Culture and Wellbeing Strategy
|
|
Workforce PM
|
|
|
|
Approve Leadership, Culture and Wellbeing Strategy
|
|
|
|
|
|
|
|
|
Develop outline plan for implementing staff engagement
|
|
Workforce PM
|
|
|
|
Develop outline plan for implementing staff engagement
|
|
|
|
|
|
|
|
|
ICP Learning Academy creation
|
|
|
|
|
|
Primary Care leadership development
|
|
|
|
|
|
Primary Care leadership development
|
|
Primary Care PM
|
|
|
|
Develop training and development plan including training on outcomes framework
|
|
Primary Care PM
|
|
|
|
Develop training and development plan including training on outcomes framework
|
|
|
|
|
|
|
|
|
Identify development needs for PCN Clinical Directors
|
|
Primary Care PM
|
|
|
|
Identify development needs for PCN Clinical Directors
|
|
|
|
|
|
|
|
|
Develop PCN Clinical Directors Training and Development Plans
|
|
Primary Care PM
|
|
|
|
Develop PCN Clinical Directors Training and Development Plans
|
|
|
|
|
|
|
|
|
Confirm funding source for development and training activities
|
|
Primary Care PM
|
|
|
|
Confirm funding source for development and training activities
|
|
|
|
|
|
|
|
|
PCN Clinical Directors Training and Development Plans implemented
|
|
Primary Care PM
|
|
|
|
PCN Clinical Directors Training and Development Plans implemented
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
SOC financial assessment
|
|
Finance PM
|
|
|
|
ICP financial model
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
Pre-transaction costs estimation
|
|
Finance PM
|
|
|
|
Pre-transaction costs estimation
|
|
|
|
|
|
|
|
|
Post-transaction costs estimation
|
|
Finance PM
|
|
|
|
Post-transaction costs estimation
|
|
|
|
|
|
|
|
|
Subcontracting costs estimation
|
|
Finance PM
|
|
|
|
Subcontracting costs estimation
|
|
|
|
|
|
|
|
|
Stranded costs estimation
|
|
Finance PM
|
|
|
|
Stranded costs estimation
|
|
|
|
|
|
|
|
|
Source of funding for transaction costs agreed
|
|
Finance PM
|
|
|
|
Source of funding for transaction costs agreed
|
|
|
|
|
|
|
|
|
Financial appraisal of counterfactual option
|
|
Finance PM
|
|
|
|
Financial appraisal of counterfactual option
|
|
|
|
|
|
|
|
|
|
|
|
BC financial assessment
|
|
Finance PM
|
|
|
|
System-wide LTFM
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Activity analysis
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Updated transaction costs
|
|
Finance PM
|
|
|
|
Updated transaction costs
|
|
|
|
|
|
|
|
|
Downside risks and mitigations
|
|
Finance PM
|
|
|
|
Downside risks and mitigations
|
|
|
|
|
|
|
|
|
Financial modelling of proposed clinical changes
|
|
Finance PM
|
|
|
|
Financial modelling of proposed clinical changes
|
|
|
|
|
|
|
|
|
Stranded costs and mitigations
|
|
Finance PM
|
|
|
|
Stranded costs and mitigations
|
|
|
|
|
|
|
|
|
ICP back office function
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
Financial due diligence
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
Completed contract schedules
|
|
Finance PM
|
|
|
|
Completed contract schedules
|
|
|
|
|
|
|
|
|
|
|
|
Systems Readiness
|
|
Finance PM
|
|
|
|
Coding structure
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
Ledger Interfaces
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Verify official HQ address for all statutory registrations
|
|
Finance PM
|
|
|
|
Verify official HQ address for all statutory registrations
|
|
|
|
|
|
|
|
|
Appoint External Auditors
|
|
Finance PM
|
|
|
|
Appoint External Auditors
|
|
|
|
|
|
|
|
|
Appoint Internal Auditors
|
|
Finance PM
|
|
|
|
Appoint Internal Auditors
|
|
|
|
|
|
|
|
|
Appoint Local Counter Fraud Specialist
|
|
Finance PM
|
|
|
|
Appoint Local Counter Fraud Specialist
|
|
|
|
|
|
|
|
|
Arrange Insurance cover
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
Verify Indemnity Cover for Board Members
|
|
Finance PM
|
|
|
|
Verify Indemnity Cover for Board Members
|
|
|
|
|
|
|
|
|
Verify ICP Organisation Code
|
|
Finance PM
|
|
|
|
Verify ICP Organisation Code
|
|
|
|
|
|
|
|
|
Contract with a Payroll Provider (system back office discussions)
|
|
Finance PM
|
|
|
|
Contract with a Payroll Provider (system back office discussions)
|
|
|
|
|
|
|
|
|
Confirm BACS user arrangements in place for payroll and payments
|
|
Finance PM
|
|
|
|
Confirm BACS user arrangements in place for payroll and payments
|
|
|
|
|
|
|
|
|
Confirm Employment Services arrangements
|
|
Finance PM
|
|
|
|
Confirm Employment Services arrangements
|
|
|
|
|
|
|
|
|
Verify Bank Account details
|
|
Finance PM
|
|
|
|
Verify Bank Account details
|
|
|
|
|
|
|
|
|
Verify VAT registration requirements
|
|
Finance PM
|
|
|
|
Verify VAT registration requirements
|
|
|
|
|
|
|
|
|
Verify TAX/NI requirements (HMRC)
|
|
Finance PM
|
|
|
|
Verify TAX/NI requirements (HMRC)
|
|
|
|
|
|
|
|
|
Verify Pension requirements
|
|
Finance PM
|
|
|
|
Verify Pension requirements
|
|
|
|
|
|
|
|
|
Contact CCG Suppliers to advise invoicing arrangements
|
|
Finance PM
|
|
|
|
Contact CCG Suppliers to advise invoicing arrangements
|
|
|
|
|
|
|
|
|
Contact incumbent provider suppliers to advise of invoicing arrangements
|
|
Finance PM
|
|
|
|
Contact incumbent provider suppliers to advise of invoicing arrangements
|
|
|
|
|
|
|
|
|
Set up petty cash float
|
|
Finance PM
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Planning for 1 April 2020 and 1 October 2020 transfer
|
|
|
|
|
|
Planning for 1 April 2020 and 1 October 2020 transfer
|
|
Estates PM
|
|
|
|
Identify current locations of services
|
|
Estates PM
|
|
|
|
Identify current locations of services
|
|
|
|
|
|
|
|
|
Complete due diligence on proposed premises (cost/compliance/condition etc)
|
|
Estates PM
|
|
|
|
Complete due diligence on proposed premises (cost/compliance/condition etc)
|
|
|
|
|
|
|
|
|
|
|
|
1 April 2020 transfer
|
|
Estates PM
|
|
|
|
Expectation that 1 April 2020 transfer will be ‘As Is’ confirmed
|
|
Estates PM
|
|
|
|
Expectation that 1 April 2020 transfer will be ‘As Is’ confirmed
|
|
|
|
|
|
|
|
|
Day one service configuration and any required changes to current service location confirmed
|
|
Estates PM
|
|
|
|
Day one service configuration and any required changes to current service location confirmed
|
|
|
|
|
|
|
|
|
Work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure confirmed
|
|
Estates PM
|
|
|
|
Work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure confirmed
|
|
|
|
|
|
|
|
|
Agree spaces to transfer from existing providers to MCP (with all organisations) – need agreement from 3 sending organisations
|
|
Estates PM
|
|
|
|
Agree spaces to transfer from existing providers to MCP (with all organisations) – need agreement from 3 sending organisations
|
|
|
|
|
|
|
|
|
Formal occupation agreement (e.g. lease) in place prior to transfer date – need agreement from sending organisations
|
|
Estates PM
|
|
|
|
Formal occupation agreement (e.g. lease) in place prior to transfer date – need agreement from sending organisations
|
|
|
|
|
|
|
|
|
|
|
|
1 October 2020 transfer
|
|
Estates PM
|
|
|
|
Expectation that 1 October 2020 transfer will be ‘As Is’ confirmed
|
|
Estates PM
|
|
|
|
Expectation that 1 October 2020 transfer will be ‘As Is’ confirmed
|
|
|
|
|
|
|
|
|
Day one service configuration and any required changes to current service location confirmed
|
|
Estates PM
|
|
|
|
Day one service configuration and any required changes to current service location confirmed
|
|
|
|
|
|
|
|
|
Work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure confirmed
|
|
Estates PM
|
|
|
|
Work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure confirmed
|
|
|
|
|
|
|
|
|
Agree spaces to transfer from existing providers to MCP (with all organisations) – need agreement from 3 sending organisations
|
|
Estates PM
|
|
|
|
Agree spaces to transfer from existing providers to MCP (with all organisations) – need agreement from 3 sending organisations
|
|
|
|
|
|
|
|
|
Formal occupation agreement (e.g. lease) in place prior to transfer date – need agreement from sending organisations
|
|
Estates PM
|
|
|
|
Formal occupation agreement (e.g. lease) in place prior to transfer date – need agreement from sending organisations
|
|
|
|
|
|
|
|
|
1 April 2021 outpatient transfer
|
|
|
|
|
|
1 April 2021 outpatient transfer
|
|
Estates PM
|
|
|
|
Complete review of current occupation of premises
|
|
Estates PM
|
|
|
|
Complete review of current occupation of premises
|
|
|
|
|
|
|
|
|
Identify preferred service configuration of transformed clinical model [this should be part of each transformation workstream, and estates should be involved in this]
|
|
Estates PM
|
|
|
|
Identify preferred service configuration of transformed clinical model [this should be part of each transformation workstream, and estates should be involved in this]
|
|
|
|
|
|
|
|
|
Model estates requirements of clinical model and fit with available premises, including dialogue with other workstreams re: IT, equipment and furniture requirements
|
|
Estates PM
|
|
|
|
Model estates requirements of clinical model and fit with available premises, including dialogue with other workstreams re: IT, equipment and furniture requirements
|
|
|
|
|
|
|
|
|
Identify potential estates configuration options and perform Gap Analysis, Develop and prioritise premises development plan to bridge gap
|
|
Estates PM
|
|
|
|
Identify potential estates configuration options and perform Gap Analysis, Develop and prioritise premises development plan to bridge gap
|
|
|
|
|
|
|
|
|
Identify preferred estates configuration option
|
|
Estates PM
|
|
|
|
Identify preferred estates configuration option
|
|
|
|
|
|
|
|
|
Undertake due diligence of preferred configuration option
|
|
Estates PM
|
|
|
|
Undertake due diligence of preferred configuration option
|
|
|
|
|
|
|
|
|
ICP Board Sign off preferred configuration and prioritised premises develop plan
|
|
Estates PM
|
|
|
|
ICP Board Sign off preferred configuration and prioritised premises develop plan
|
|
|
|
|
|
|
|
|
Confirm venues and occupation agreements
|
|
Estates PM
|
|
|
|
Confirm venues and occupation agreements
|
|
|
|
|
|
|
|
|
Confirm work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure
|
|
Estates PM
|
|
|
|
Confirm work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure
|
|
|
|
|
|
|
|
|
Develop service relocation implementation plan
|
|
Estates PM
|
|
|
|
Develop service relocation implementation plan
|
|
|
|
|
|
|
|
|
|
|
|
Set up of ICP HQ
|
|
Estates PM
|
|
|
|
Confirm date HQ is required from
|
|
Estates PM
|
|
|
|
Confirm date HQ is required from
|
|
|
|
|
|
|
|
|
Confirm HQ estate requirement
|
|
Estates PM
|
|
|
|
Confirm HQ estate requirement
|
|
|
|
|
|
|
|
|
Identify and evaluate options, including any required alteration work
|
|
Estates PM
|
|
|
|
Identify and evaluate options, including any required alteration work
|
|
|
|
|
|
|
|
|
Confirm work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure
|
|
Estates PM
|
|
|
|
Confirm work schedules (if required), including IT infrastructure and procure required furniture, equipment and infrastructure
|
|
|
|
|
|
|
|
|
Agreement for lease in place
|
|
Estates PM
|
|
|
|
Agreement for lease in place
|
|
|
|
|
|
|
|
|
Formal occupation agreement (e.g. lease) in place
|
|
Estates PM
|
|
|
|
Formal occupation agreement (e.g. lease) in place
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Priority programmes of work
|
|
|
|
|
|
Priority programmes of work
|
|
Digital PM
|
|
|
|
Development of single ICP electronic record
|
|
|
|
|
|
Development of single ICP electronic record
|
|
Digital PM
|
|
|
|
Scope requirements and approach market
|
|
Digital PM
|
|
|
|
Scope requirements and approach market
|
|
|
|
|
|
|
|
|
Award and procurement
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Implementation plan agreed
|
|
Digital PM
|
|
|
|
Implementation plan agreed
|
|
|
|
|
|
|
|
|
Implementation commencement
|
|
Digital PM
|
|
|
|
Implementation commencement
|
|
|
|
|
|
|
|
|
Rollout of ICP clinical system to clinical services
|
|
Digital PM
|
|
|
|
Rollout of ICP clinical system to clinical services
|
|
|
|
|
|
|
|
|
Integration of EMISWeb
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Integration of ICP clinical system with indirect provider systems
|
|
Digital PM
|
|
|
|
Integration of ICP clinical system with indirect provider systems
|
|
|
|
|
|
|
|
|
Integration of ICP clinical system with local provider systems
|
|
Digital PM
|
|
|
|
Integration of ICP clinical system with local provider systems
|
|
|
|
|
|
|
|
|
Development of population level analytics system
|
|
|
|
|
|
Development of population level analytics system
|
|
Digital PM
|
|
|
|
Development of risk stratification tool for patients
|
|
Digital PM
|
|
|
|
Development of risk stratification tool for patients
|
|
|
|
|
|
|
|
|
Scope requirements and approach market
|
|
|
|
|
|
Scope requirements and approach market
|
|
Digital PM
|
|
|
|
Predictive models for outcomes
|
|
Digital PM
|
|
|
|
Predictive models for outcomes
|
|
|
|
|
|
|
|
|
Business intelligence
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Identification of solution
|
|
Digital PM
|
|
|
|
Identification of solution
|
|
|
|
|
|
|
|
|
Implementation of solution including development of tools for end users
|
|
Digital PM
|
|
|
|
Implementation of solution including development of tools for end users
|
|
|
|
|
|
|
|
|
|
|
|
IT infrastructure
|
|
Digital PM
|
|
|
|
Scope network requirements of ICP electronic record
|
|
Digital PM
|
|
|
|
Scope network requirements of ICP electronic record
|
|
|
|
|
|
|
|
|
Confirm existing connectivity in venues
|
|
Digital PM
|
|
|
|
Confirm existing connectivity in venues
|
|
|
|
|
|
|
|
|
Confirm WiFi facility/functionality for each venue
|
|
Digital PM
|
|
|
|
Confirm WiFi facility/functionality for each venue
|
|
|
|
|
|
|
|
|
Confirm telephony requirements and solution for each venue
|
|
Digital PM
|
|
|
|
Confirm telephony requirements and solution for each venue
|
|
|
|
|
|
|
|
|
Confirm printing solution for each venue
|
|
Digital PM
|
|
|
|
Confirm printing solution for each venue
|
|
|
|
|
|
|
|
|
Confirm mobile working solution
|
|
Digital PM
|
|
|
|
Confirm mobile working solution
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Policy for transfer of devices into ICP
|
|
Digital PM
|
|
|
|
Policy for transfer of devices into ICP
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 1 (April 2020)
|
|
Digital PM
|
|
|
|
Audit of incoming devices
|
|
Digital PM
|
|
|
|
Audit of incoming devices
|
|
|
|
|
|
|
|
|
Address audit gaps
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Transfer of incoming devices
|
|
Digital PM
|
|
|
|
Transfer of incoming devices
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 2 (Oct 2020)
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Digital PM
|
|
|
|
Audit of incoming devices
|
|
Digital PM
|
|
|
|
Audit of incoming devices
|
|
|
|
|
|
|
|
|
Address audit gaps
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Transfer of incoming devices
|
|
Digital PM
|
|
|
|
Transfer of incoming devices
|
|
|
|
|
|
|
|
|
|
|
|
Tranche 3 (April 2021)
|
|
Digital PM
|
|
|
|
Audit of incoming devices
|
|
Digital PM
|
|
|
|
Audit of incoming devices
|
|
|
|
|
|
|
|
|
Address audit gaps
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Transfer of incoming devices
|
|
Digital PM
|
|
|
|
Transfer of incoming devices
|
|
|
|
|
|
|
|
|
|
|
|
Data Migration
|
|
Digital PM
|
|
|
|
Identify key leads for migration and undertake initial meetings
|
|
Digital PM
|
|
|
|
Identify key leads for migration and undertake initial meetings
|
|
|
|
|
|
|
|
|
Agree data migration strategy by Board
|
|
Digital PM
|
|
|
|
Agree data migration strategy by Board
|
|
|
|
|
|
|
|
|
Develop data migration plan
|
|
Digital PM
|
|
|
|
Develop data migration plan
|
|
|
|
|
|
|
|
|
Implement migration
|
|
Digital PM
|
|
|
|
|
|
|
|
|
|
Communications and engagement
|
|
|
|
|
|
Communications and engagement
|
|
Comms PM
|
|
|
|
ICP launch communications
|
|
|
|
|
|
ICP launch communications
|
|
Comms PM
|
|
|
|
|
|
|
|
|
|
|
|
|
Create ICP documentation, materials and platforms
|
|
|
|
|
|
Create ICP documentation, materials and platforms
|
|
Comms PM
|
|
|
|
|
|
|
|
|
|
|
|
|
Service leaflets, posters etc.
|
|
Comms PM
|
|
|
|
Service leaflets, posters etc.
|
|
|
|
|
|
|
|
|
Contact information repository
|
|
Comms PM
|
|
|
|
Contact information repository
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Develop programme of public engagement
|
|
Comms PM
|
|
|
|
Develop programme of public engagement
|
|
|
|
|
|
|
|
|
Develop programme of staff engagement
|
|
Comms PM
|
|
|
|
Develop programme of staff engagement
|
|
|
|
|
|
|
|
|
Communicate outcome of procurement to key stakeholders
|
|
Comms PM
|
|
|
|
Communicate outcome of procurement to key stakeholders
|
|
|
|
|
|
|
|
|
Convene provider stakeholder consultation groups
|
|
Comms PM
|
|
|
|
Convene provider stakeholder consultation groups
|
|
|
|
|
|
|
|
|
Convene patient stakeholder consultation groups
|
|
Comms PM
|
|
|
|
Convene patient stakeholder consultation groups
|
|
|
|
|
|
|
|
